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What are some problems associated with frequent

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Title: What are some problems associated with frequent


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Principle Practice of Managementinfo_at_answershe
ets.in91 95030-94040
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  • Principle Practice of Management
  • Q1.What is your assessment of Daimler-Benzs
    operations in many different fields?
  • Q2.Should the various groups operate
    autonomously? What kinds of activities should be
    centralized?
  • Q3.Daimler-Benz is best known for its
    Mercedes-Benz cars. Why do you think Daimler
    bought AEG in the first place, and why did the
    company venture into aerospace and Inter
    Services?

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  • Q4.Given the apparent mistakes in acquiring no
    automotive businesses, what should Jurgen
    Schrempp do now?
  • (a)What are the advantages and disadvantages of
    centralization and decentralization?
  • (b)What was the rationale for the Ford 2000
    program?
  • (c)Why did Ford change from decentralization to
    centralization to recentralization?
  • (d)Why did Ford establish a luxury car division?
  • Q5.What are the advantages and disadvantages of a
    hands-off, decentralized management approach?
  • Q6.How can Daewoo stay competitive with the
    Japanese?

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  • Q7.What are some of the controllable and
    uncontrollable factors in this case? How should
    Mr. Kim respond to those factors?
  • Q8.What do you think of Daewoos expansion into
    central Europe? What are the advantages and risks
    for the company?
  • Q9.What is your assessment of Barretts
    performance and his vision for Intel? Is he the
    right person for the job at Intel?
  • Q10.What are some problems associated with
    frequent reorganization?

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  • Q11.What are the pros and cons for focusing on
    the distant futures and the heavy investment in
    new technologies?
  • Q12.Do you think it is ethical to engage in
    restructuring and delivering in massive
    reeducation of position?
  • Q13.Why would other companies agree to study
    their best practices?
  • Q14.What do you think of evaluating the
    performance of managers not only on the
    achievement of result, but also on the degree to
    which they share the organizational values?
  • Q15.How would you feel of setting unrealistic
    stretch objectives

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